Business Transformation Requires Transformational Leaders

Leadership and teaming skills are front and center in times of rapid change. Meet today’s constant disruption head on with expert guidance in leadership, business strategy, transformation, and innovation. Whether the disruption du jour is a digitally-driven upending of traditional business models, the pandemic-driven end to business as usual, or the change-driven challenge of staffing that meets your transformation plans—you’ll be prepared with cutting edge techniques and expert knowledge that enable strategic leadership.

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In this Advisor, Avenga CEO Yuriy Adamchuk delves into repercussions from an actual, ongoing war — in Ukraine. Avenga has 11 offices and 1,300 professionals in the country, and, knowing the risks of an attack (based on the 2014 invasion and subsequent expert predictions of escalation), the company developed its Service Endurance Plan.
Agility prepares us for our turbulent future. But how do we achieve enterprise agility in light of the magnitude of that turbulence and the overwhelming number of failed transformation initiatives? In this Amplify Update, we suggest that growing agile-adaptive leaders who are adventurous, inspiring, and, of course, adaptive is critical to success. We then seek to validate that assumption by listening to the voice of a former CEO of IBM. By understanding this brand of leadership, digital and Agile transformations can be more successful. However, lurking in the shadows of even the best agile-adaptive leaders are the formidable obstacles of rigid cultures, financial myopia, and performance hacking.
A leader’s decision to leave a foreign country requires complex financial, operational, and ethical considerations. First, the financial analysis of the operation under scrutiny must be adjusted to account for losses incurred elsewhere in the global organization. This Advisor takes a closer look at this initial step in an exit strategy decision tree.
How can technology leaders accelerate the delivery of business value from the cloud? What inhibits cloud adoption and cloud projects? Myles Suer recently posed these questions to a group of CIOs; this Advisor shares the insights gleaned from that conversation.
This Advisor presents three rules that can help business leaders manage digital era risk: (1) question analytics, (2) don’t excuse technological glitches, and (3) promote business acumen, not digital transformation.
Eli Doster shares that having a broken culture was not only terrible for staff at his company, it was also costly and had a negative impact on business. Five years ago, the company lacked values employees could believe in, which affected their decisions and actions. Furthermore, the company lacked “diversity of cultures, ethnicity, and perspective.”
Jin Yoon provides an examination of financial data from a group of US and Chinese technology companies. Analysis spanning several years on price to earnings (P/E) and enterprise value to revenue (EV/Rev) clearly shows a negative effect on share prices from geopolitical risk: a 24% discount on a forward P/E basis and a 42% discount on forward EV/Rev. Yoon says the analysis demonstrates the profound impact that geopolitical turmoil can have on a company or industry’s market value and that this finding can guide investors and operators as they try to mitigate geopolitical risks.
Klaus Meyer and Saul Estrin focus on a decision tree approach to managing exit strategies. The authors use Russia’s invasion in Ukraine as an example of complex situations that arise from major geopolitical disruptions. As companies try to extricate themselves from a country, they may need to consider whether a buyer can continue using its global names, what to do about promises to current customers (e.g., access to the App Store for Apple phones), and potential harm to the parent company from a sale. They must also consider the sticky issue of how the new owner will use critical assets (e.g., will they supply the military organizations deemed responsible for human rights abuses?).